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Big personalities draw attention, ratings, and revenue. It doesn't matter whether it’s the world of entertainment, sport, fashion, or any other kind of business, charismatic personalities can be a real boon. But what happens if something goes wrong?
What happens if the person who has been so valuable to the company crosses an ethical line, behaves in a way that brings disrepute to the organisation, or acts in an inappropriate way? And what role does a company board play in such a situation?
New York, New York, May 18, 2015 – Today Carl Icahn released the attached open letter to Tim Cook, the Chief Executive Officer of Apple Inc.
Dear Tim:
Camille Seaman
A New Solution: The Climate Club
William D. Nordhaus June 4, 2015 Issue
Climate Shock: The Economic Consequences of a Hotter Planet
by Gernot Wagner and Martin L. WeitzmanPrinceton University Press, 250 pp., $27.95
Earth Day 2015 marks $6.22 trillion invested in theglobal green transition since 2007.This meets our Green Transition Scoreboard® (GTS) goal of $10 
It was a pattern repeated over years of drift as Sharp, confident in its technological superiority, found itself blindsided by rivals.
Jim Loree (Chairman of the Audit Committee of Harsco Corporation and President & COO of Stanley Black & Decker Inc.) joins TK Kerstetter, host of “Inside America’s Boardrooms,” to discuss… The Art of Serving as a Board Committee Chair.
In 2007 Ishikawa Harima Industries (IHI) experienced large profit overstatements (and subsequent downward revisions) caused by overly-optimistic estimates used in percentage-of-completion accounting for large projects. At the bottom of the link below, you can see IHI’s explanation of the incident, and the actions it took for years afterwards in order to improve its internal controls and accounting:
http://www.ihi.co.jp/csr/english/2011/management/governance.html
I recently spoke to directors and officers about oversight of risk management by boards of directors. I prepared a list of 25 reasons that risk management failure happens, based on my experience assisting boards, including boards that have failed and boards that cannot afford to fail. Almost all of what follows below is based on real examples. I have never encountered a risk management failure where the board was not at fault, based on what the board said or did, or failed to say or do.
Here are 25 reasons for risk management failure:
The global discussion about gender diversity on public company boards continues. Despite practices in several countries like the adoption of quotas, and significant efforts undertaken by a number of organizations in the US to increase gender diversity of directors, the number of women serving as directors has not changed significantly over the last six years. (18% of all S&P 500 directors are now female compared to 16% in 20081.
BDTI’s Representative Director Nicholas Benes is quoted in his article about Sharp in the Financial Times this morning. Excerpts:
Sharp, a century old stalwart of corporate Japan, has unveiled an annual loss of $1.9bn and warned of “material uncertainty” about its ability to stay in business, less than three years after facing a similar crisis of survival.